climbing the ladder means letting go: attributes that make you good at one level, can derail you at...
DESCRIPTION
This presentation by Debbie Bigelow Crawford (originally presented at the 2013 PMO Symposium) hones in on required competencies of different project management roles within an organization. -------------------------------------------------------------------------------------------------------------------- With the flattening of organizations, project management has increased visibility within organizations. The layers of hierarchy have diminished leaving the project manager with a more expanded role. New research is showing how mid-level project leaders don’t possess several critical competencies, which have an impact on business results. Some attributes which were rewarded in the past, are a detriment to future career growth. As an example, too much attention to detail in a mid-level leader becomes a derailer in a senior-level role. Senior-level leader roles have also expanded, and now require analytical, conceptual, and visionary attributes. Creating, sourcing, and placing the right talent…the people who have the right capabilities, the right technical, or the right personal skills … are what’s needed to transform and optimize any business. If your Senior Project Managers and Program Managers have the right attributes, you will see a direct impact to your business results.TRANSCRIPT
Climbing the Ladder Means Letting Go
Attributes that make you good at one level, can derail you at the next
Debbie Bigelow Crawford, PMP
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Performance Areas for a Traditional High Performing Project Manager
Problem Solving and Decision Making
Interpersonal Dynamics
Management / Leadership
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Personal Organization and Time Management
Problem Solving and Decision Making
Interpersonal Dynamics
Management / Leadership
What Do You Expect From a High Performing Project Manager?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
What are the Performance Indicators?
• Capacity to organize priorities
• Ability to manage time
• Follow through to complete tasks.
The Performance Indicators for the Personal Organization and Time Management section demonstrate the PM’s:
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
What are the Performance Drivers?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Personal Organization and Time Management
Problem Solving and Decision Making
Interpersonal Dynamics
Management / Leadership
What Do You Expect From a High Performing Project Manager?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
• Problem-solving style
• Analyze issues, evaluate alternatives, and make
decisions
• Potential to understand complex issues and to
strategize.
What are the Performance Indicators?
The Performance Indicators for the Problem Solving and Decision Making section demonstrate the PM’s:
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
What are the Performance Drivers?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Personal Organization and Time Management
Problem Solving and Decision Making
Interpersonal Dynamics
Management / Leadership
What Do You Expect From a High Performing Project Manager?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
• Style of interacting with others
• Capacity to initiate, develop, and maintain
relationships
• Willingness to consider other points of view
What are the Performance Indicators?
The Performance Indicators for the Interpersonal Dynamics section demonstrate the PM’s:
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
What are the Performance Drivers?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Personal Organization and Time Management
Problem Solving and Decision Making
Interpersonal Dynamics
Management / Leadership
What Do You Expect From a High Performing Project Manager?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
• Capacity to – establish goals, – coordinate tasks on behalf of a team– communicate directly
• Potential to provide coaching and support
• Persist to overcome challenges.
What are the Performance Indicators?
The Performance Indicators the Management section demonstrate the PM’s:
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
What are the Performance Drivers?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Are There Performance Inhibitors for the Traditional Project Manager?
Gregariousness: Comfort with meeting new
people and initiating conversations
Unlikely to sacrifice job performance to make new acquaintances
Motivated to meet new people, perhaps at the expense of achieving work goals
YES
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
A Competent Project Manager’s ProfilePersonal Organization and Time Management
Problem Solving and Decision Making
Interpersonal Dynamics
Management
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
This Is Changing….WHY??
• Flattening of organizations
• Technology
• Changing Business Environment
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
What Do Today’s Project Manager’s Need?
The Deck has been shuffled….
Same competencies….
Just different scores in those competencies
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Senior Project Managers…LEADERS… now need
higher attributes of:
• Analytical Thinking
• Conceptual Ideas
• Visionary Ability
• Influencing Skills
Where’s the Shift?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Where’s the Shift?
• Influencing without authority
• Moving people to action
• Stronger Negotiation
• More Assertive
• More Aggressive
• More Confident
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
What Should One Look For?
Business Acumen: combination of understanding
of where project/program play into the bigger
organizational picture.
It’s a way of thinking – a more strategic approach
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Higher Scores in Influencing Traits
Assertiveness Aggressiveness
Ego Resilience Ego Strength
Empathy
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Higher Scores
Abstract Reasoning Idea Orientation
GregariousnessUsed to be an inhibitor!
Prioritization
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Lower Scores
External Structure Cautiousness
Thoroughness Sociability
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Other Factors
• Experience
• Creating Habits of Keeping Pulse of Industry
• Stronger Organizational Awareness
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Assertiveness 24 90
Aggressiveness
86 28
Ego Strength 2 78
Empathy 70 98
Abstract Reasoning60 99
Idea Orientation49 80
Risk60 98
Sociability11 60
Gregariousness12 82
Empathy79 90
Skepticism92 2
External Structure
39 4
Cautiousness44 18
Thoroughness82 5
Management/ Leadership
Problem Solving
Interpersonal Dynamics
Organizational Time
Management
Competent Project Manager vs Competent PM Leader
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Don’t Get Derailed!
Know the ATTRIBUTES you need
Then the BEHAVIORS you need to shed
The BEHAVIORS you need to develop
Demonstrate you are aProject Management Leader!
PROJECT LEADER
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Contact Information
Debbie Bigelow Crawford, PMP
484-450-0101
www.pmcollege.com
Visit in the exhibit hall … Booth #21!